MAGID-14--PERSONNEL DEVELOPMENT PLANS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01495R000900040011-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 19, 2016
• Document Release Date: September 26, 2005
• Sequence Number: 11
• Publication Date: April 17, 1975
• Content Type: MEMO

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17 April 1975
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SUBJECT: MAGID-14 -- Personnel Development
Plans
1. PDP methodology. MAGID observes that
in some offices the career profiles are being
developed by admin/personnel officers; in
others, the Office MAG or a special committee
is doing them. MAGID feels there should be
broader participation--to include lower-level
(middle-level?) professionals and clericals.
M/S Comment. I agree in principle
with MAGID. To the extent possible, the
Offices should involve various types and levels
of people in the process. However, these things
are due to us by 1 May and, if an Office has nod'
already involved younger officers in the
development of the profiles, it may be too late
to do so now.
Recommendation: I recommend that you
raise the MAGID suggestion in a Tuesday Exec
Council and endorse the concept of broad in-
volvement in the development of the career
profiles. Because of the late date, however,
you might suggest to the Office heads that they
at leas#'get employee comments on the profiles
and adjust them as appropriate.
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2. Keeping career profiles up-to-date.
MAGID feels the development of the profiles
should not be a one-time exercise.
M/S Comment. They should be reviewed
and updated if necessary) yearly in conjunction
with the annual Executive Roster of the PDP.
This should not be a problem.
3. Career development plans for indi-
viduals. MAGID seems to be proposing that a
career road-map should be developed for each
employee.
M/S Comment. I think this would be a
feckless exercise--and extremely costly to do
for each person. We have provision in the
Handbook for career counseling for those people
who feel a need for it. That, plus the career
profiles (para 1, above) for homoge- 5'us groups
of career functions, should be adequate.
4. Dissemination of career profiles.
MAGID recommends the preparation of a
compendium of career profiles which can be
made available to DDI personnel so that they
can get an overview of different career
disciplines, etc.
M/S Comment. We have to pull them all
together at the Directorate level to forward
them to the Office of Personnel. The addi-
tional effort required to issue them for use
by our employees would not be all that great--
and it would be much appreciated by them.
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CONFIDENTIAL
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UNCLASSIFIED CONFIDENTIAL SECRET
OFFICIAL ROUTING SLIP
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NAME AND ADDRESS
DATE
INITIALS
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Deputy Director for Intel Iige
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ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
Attached is MAGID Memorandum
This memorandum, drafted by
of IAS, comments on the current Personnel
Development Plan exercise.
U'A
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RN TO SENDER
PHONE NO.
DATE
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FORM NO. 237 Use previous editions (40)
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15 April 1975
MEMORANDUM FOR: Deputy Director for Intelligence
SUBJECT : Personnel Development Plans
MAGID was asked to comment on the Personnel Development Plans (PDP)
now being prepared by all offices in the DDI. Since in almost all offices
preparation of the PDPs was well along when MAGID's work began, we feel
that we can have little effect on the formulation of the present set of
profiles. Previous MAGID memoranda have considered career development
issues much more thoroughly than we were able to address the PDPs at
this stage; nonetheless, we do have some general comments and suggestions
on how future PDPs might be approached.
MAGID senses a need for a more consistent PD method100 in-
cluding active p. ?rticipation o lower-level professionals and clericals.,. J
Some offices have only a personnel officer or training officer preparing
the PDPs. Others are using their management advisory groups or special
committees to write up the profiles. It may be difficult to interpret
and compare PDPs prepared in different ways. Moreover, involvement of
the people for whom the profiles are being prepared encourages feedback
on the aptness of present training and creates channels for suggesting
new development plans.
MAGID feels that the PDPs should not be a static, one-time exercise
and should be periodically revised. Intelligence needs and office ob-
jectives change; so must the career development plans for people within
these organizations.
Within the bounds of changing timeliness and applicability of
training, MAGID encourages the formulation of more specific career
d?1cel rrI-At plan for-emp-1 e s within an office. sing the LLPDras
as guideline, the employee, along with his or her supervisors and
personnel officers, should have an agreed plan of career development
goals and how they are to be reached.
MAGID urges that each employee receive their own office's PDP,
as is already being done in some offices. We also feel that a compen-
dium of all PDPs should be made availabe to DDI personnel. This would
enable the employee to get an overview of the different career disciplines
and requirements in other offices of the DDI.
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